Introduction

Conflict is often only recognised when its consequences reach a “critical point” in a family business. The root causes of conflict, however, need to be prevented early in the process of developing the family enterprise. Conflicts arising from overlapping roles, generational differences in expectations, ownership–management tensions, lack of transparency, and personal/emotional relationships must be effectively managed. If not addressed, conflict can “undo” the legacy built by many generations of the family.

The Conflict Management in Family Business course is designed specifically for family members involved in management, leadership, or ownership. The course provides a structured framework to guide participants through conflict identification, application of conflict management tools, design of preventive mechanisms, and development of personal skills in conflict handling.

Key benefits of the program for family businesses include:

1. Identifying different types of conflict in family businesses and their root causes.
2. Applying tools and models such as Conflict Map, Three-Circle Model, Emotional Thermometer, Johari Window, and the Family Constitution Diagnostic Tool.
3. Strengthening facilitation, feedback, and dialogue skills within the family environment.
4. Understanding and designing structures such as the Family Constitution and Family Council to prevent and manage conflict.
5. Practicing 360-degree feedback and positive dialogue methods.
6. Drafting a customised conflict resolution code tailored to the needs of your own family business.

This program is designed for:

1. Family business leaders and family members preparing for succession.
2. Entrepreneurs starting their businesses and preparing the next generation.
3. Managers seek to understand family businesses in order to work effectively and integrate into this model.

Program format:

The program runs for 30 hours (customisable), delivered by experienced researchers and consultants. Materials and content are standardised based on leading research and reputable publications in the field of family business. Classes are offered on a customised, “tailored” basis to address the specific issues of participants. Mode of delivery: in-person training.

Content

Reference

1. Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise
2. Understanding the Family Business: Exploring the Differences Between Family and Nonfamily Businesses
3. Generation to Generation: Life Cycles of the Family Business. Authors: Kelin E.Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg
4. Succeeding Generations: Realizing the Dream of Families in Business.Author:Ivan Lansberg
5. Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises. Authors: Pramodita Sharma, et al.
6. IFC (2021). Family Business Governance Handbook.
7. Kellermanns & Eddleston (2004), Feuding Families
8. Stone, Patton & Heen (1999), Difficult Conversations
9. Tagiuri & Davis (1982), The Three-Circle Model
10. Astrachan et al. (2002), Drafting a Family Constitution
11. Ward (2004), Perpetuating the Family Business
12. Goleman et al. (2002), Primal Leadership